Keys to Successful Integration 1. Pay Attention to Culture Specifically understand the resulting culture you want. Don’t ignore culture, it can seriously impede integration on many levels. 2. Manage Customer Migration You generally can’t integrate if you don’t migrate. The best technical solution is useless if not adopted by customers. 3. Clear Technical Direction (Rules and Approach) Technical direction should be clear at the start. Many debates and discussion can be eliminated with this clarity. Project management activities should be designed to support all three! 4

Engineering Culture We believe the desired culture drives many decisions and actions involved in an integration including project management process. What Culture Implies What we value in terms of people and skills. How we think about ourselves and our customers. Culture influences process, commitment, attitude, teamwork– the work environment. Our Target Culture Smart people not smart process. Flat organization, management is close to the work. Innovative and fast moving, HPCC enables us to do the impossible. Build it once and use it over and over again. How Effective pre-close planning. Integration planning began during diligence and continued into pre-close. Day 1 – organization set, leadership bought in, clear communication to employees, clear plan. On going decisions are balanced against culture. 5

Customer Migration We segment our customers not just by market and product but by degree of difficulty to migrate. Machine to machine migrations are often more difficult than Web. The greater the visibility the more difficult the migration. We clearly understand the product overlaps and differences. Customer migration planning begins at the same time as engineering design. Get pricing, authentication, authorization etc out of the way up front. Sales has to buy in! If it’s just about cost savings it can be very difficult to get sales to support……they are “coin operated”. Sell internally, new features, better reliability, better results, future ability to enhance rapidly etc. Technology usually has to drive. • Assign dedicated business unit ownership for the customer migrations…not someone’s part time job. • Since technology development comes first it will drive all downstream activities. 6

Customer Migration Use internal parallel testing and beta customer testing for large machine to machine migrations. • Clearly defined beginning and end points for this type of testing. • Watch for scope creep…. customers like to add features they always wanted or not willing to adapt to new features Migrate in waves starting with low difficulty low risk customers first. Count on minor modifications as you go. Align technical deliverables with the waves, this distributes risk. Allow an ability to slow down and speed up. • Count on a small handful of customers to be extremely difficult to migrate. Customer Communication • Waves of communication aligned with migration waves • Inform and generate excitement (may need to defuse angst) about what is coming but don’t box your project in with specific migration dates before you are really sure of the date. 7

Technical Integration Clear Architecture Ground Rules HPCC is the only alternative for large data – two data factories max. One back office system, authentication, authorization, accounting. Single middleware implementation. Two principal axis: migration of content to HPCC and leverage middleware to support component by component replacement. Collective Understanding/End State/Overarching Plan Top 10 -15 technicians and managers (core) must understand the system (3 months) Diagram the end state for each major system. Pick the first product to migrate Smallest customer impact Largest infrastructure footprint Build the timeline off of that first product. Find a “Lazarus” so people will believe. Small modeling product that took almost two weeks to build, HPCC built it in two hours! 8

Middleware is the Key In Risk Solutions, practically every component in the system talks via middleware. (Customer products, back end components, tools, back office etc. ) ESP – Enterprise Services Protocol is our middleware. It does the following: Translation, Transformation, Authentication, Authorization, Accounting (Log) Insurance CP had something similar called SIDEX protocol combined with a dedicated TSS switching bus. PLAN: - Build an ESP service that translates and transforms SIDEX/TSS By consistently introducing this layer between systems we can effectively abstract components and migrate parts of systems 9

Middleware Example 2 1 3 10 1. Thor and Roxie are the core ETL and real time query engines in Risk Solutions. This represent the single repository for Insurance content. 2. ESP middleware is introduced between all other systems and content 3. ESP middleware sits between external gateways and core content and systems. As we replace systems individual components may be a mix of new and old since ESP abstracts this. This allows us to manage risk.

Hurdles and Wins Technology Component vs. Business Component Long Term Focus Staffing Celebrate Your Successes and Opportunities to do Better 13 • Don’t underestimate what it takes to migrate clients once the technology is built • Business has to partner with Technology – integration project will not be successful if it is one sided • Integration is not Technology’s “baby” • Not every customer should be migrated • Don’t lose focus in a longer integration timeline – 7 year migration plans don’t work • Stick to the plan – unless the plan needs to be changed…. • Scope creep and “just one little enhancement” can kill the plan • Beware of shiny new projects • Short term pain for substantial long term gain • Integration strategy will begin to drive product strategy • • • Contractor vs. Employee mix Use your A team – lead but stay out of their way Create a blended team who can be the cheerleaders This is hard work and is draining on your team – watch for burnout Keep you integration leads/teams talking to each other Don’t forget the Synergy Plans Share quick wins/ oops … Relationships/networking Share status of the integration activities with employees through communications and Town Hall meetings